The Superstar Foundation believes Superstars use performance management systems in order to deliver improved outcomes for the individuals, families and communities we serve and contribute to a stronger, more effective social service sector. Individuals and organizations that consistently use data to understand the relationship between their services and the outcomes of the participants they serve are in a position to make better programmatic decisions and can adjust their approach as necessary to continuously improve performance.
We know that high-performing individuals rarely work in a vacuum but are instead often supported by the management, processes and resources of a high-performing organization. Developed by a community of ambassadors, many of whom serve on the Superstar Foundation Board, the Performance Imperative defines high-performance as "the ability to deliver, over a prolonged period of time - meaningful, measurable, and financially sustainable results for the people or causes the organization is in existence to serve." The Performance Imperative goes on to identify 7 Pillars that serve as guideposts for High-Performing Organizations:
While not all Pillars may be equally weighted or achieved, we know that Superstars and super results are most often associated with High-Performing organizations which hold true to these pillars - in practice and intention.
Seven of the Superstar Foundation's Board Members are Leap Ambassadors; all are committed to the purpose of promoting higher performance in the non-profit sector.